Contents

Goldratt, E. M. (1990). What is this thing called theory of constraints and how should it be implemented? New York: North River Press. p. 28

I smile and start to count on my fingers: One, people are good. Two, every conflict can be removed. Three, every situation, no matter how complex it initially looks, is exceedingly simple. Four, every situation can be substantially improved; even the sky is not the limit. Five, every person can reach a full life. Six, there is always a win / win solution. Shall I continue to count?

If the goal is to make money, then (putting it in terms Jonah might have used), an action that moves us toward making money is productive. And an action that takes away from making money is non-productive.

p. 41

There are three measurements which express the goal of making money perfectly well, but which also permit you to develop operational rules for running your plant. Their names are throughput, inventory and operational expense.

p. 60

Fundamentally, a manager is looking to answer these questions: ‘what to change?’,’ what to change to?’ and ‘ how to cause the change?’